When a team consistently misses estimates, the problem is rarely the estimating. It is usually unclear priorities, work arriving from four directions, or a definition of done that shifts under pressure. Better forecasting on top of that just produces more precise disappointment.
We look at how work actually flows: where it queues, where it gets reopened, how much of the sprint is unplanned, and how decisions get made when priorities conflict. Then we change the smallest number of things that will move those numbers.
Process should be the minimum that produces predictability. We are as likely to recommend removing a ceremony as adding one, and the goal is always a team that runs this itself rather than one that needs an outside facilitator.
